In 2011, Hero MotoCorp. Ltd. parted ways with Honda with the goal of maintaining its leadership in the local market, entering new markets by 2020, and developing new technologies. Following the split from Honda, Hero invested approximately 120 million USD in a new development center in Jaipur (Rajasthan, India). At this facility, known as the Hero Center of Innovation and Technology (CIT), the entire product development process—from the initial sketch to handover to production—can be carried out in-house. In parallel with building a world-leading infrastructure in the two-wheeler sector, product development and technology experts from around the world were recruited. By the end of 2017, the R&D division already had approximately 600 employees. In addition to establishing and expanding the infrastructure and technical expertise, the goal was also to create a suitable development process landscape and structures.
To this end, Hero engaged 3DSE. During a brief and intensive analysis phase, the areas of action were identified and prioritized based on their potential impact. Work on these areas of focus was divided into feasible and sequential maturity and implementation phases. Drawing on 3DSE’s best practices and Hero’s internal expertise, tailored solutions were developed, piloted in parallel, and subsequently rolled out across the entire development organization. Within two years, the development framework was established, corresponding development plans—including prototype phases—were implemented, and ten additional core processes for product development and project management were introduced. To ensure adoption, all key development roles received parallel training and operational support during implementation.
“With support from 3DSE’s consultants, our R&D department has made tremendous strides in maturity. This is reflected in the clear process landscape, the structures, and the significantly improved coordination among key roles,” explains Dr. Markus Braunsperger, CTO at Hero.
Over the course of two years, Hero defined and implemented its core R&D processes and roles. This means that all new and major customization and development projects now rely on these new processes, which are known and understood by all relevant roles. As a result, Hero now enjoys significantly greater stability in its development processes as well as better coordination among key roles.
